How to Scale Your Roofing Company WITHOUT More Leads or Sales Reps with Jonathan Cronstedt

Episode Transcript
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Speaker 1 (00:00):
What if scaling your roofing business wasn't about
more leads, bigger ad budgets orhiring more sales reps?
Jonathan Kronstadt, betterknown as J Kron, helped take
Kajabi from $6 million to a $2billion powerhouse, and today
he's breaking down the seven keyprinciples that fuel massive,

(00:22):
scalable business growth that heoutlines in his book, the
Billion Dollar Blueprint.
In this episode, we're going totalk about the seven P's of
business growth and how theyapply to roofing, why most
roofing companies fail to createreal leverage and how to fix
that, and how to build abusiness that thrives, even if

(00:45):
you turn off sales and marketingtoday or tomorrow.
If you're running a roofingcompany and want to scale
sustainably without constantlychasing the next sale, this is
an episode you can't afford tomiss.
Let's dive in with JonathanPronstead.
Welcome to the Roofing SuccessPodcast.

(01:07):
I'm Jim Alleyne and I'm here tobring you insights from top
leaders in the roofing industryto help you grow and scale your
roofing business.
Jonathan Kronstadt, jay Kron,how are you today, man?

Speaker 2 (01:21):
You know any better.
I'd be two people.
I mean, come on.

Speaker 1 (01:31):
I'm on the Roofing Success Podcast.
This is a great start to my day.
Well, that's awesome, becauseit's great to have you here.

Speaker 2 (01:34):
You are probably not a name synonymous with the
roofing industry but Well,depending on how much software
or creator commerce takes placein the roofing world, you're
probably pretty correct.

Speaker 1 (01:46):
That's right, that's right, and so from, from the
marketing perspective, highroofing world.

Speaker 2 (01:50):
it's very nice to meet you officially, so there
you go.

Speaker 1 (01:53):
Yeah, introduce, this is J Cron roofing world.
So I know you from themarketing side of things, man,
you, you were the CEO of adigital marketer.
You know CEO of Kajabi also,correct?
Yeah Well, president of KajabiKenny, when you were a CEO, I
was president, got it Presidentof Kajabi, which is an amazing
marketing platform, and havedone a lot of cool things.

(02:17):
And then you wrote a reallycool book that resonated with me
.
My friend Jody turned me on toit and I was like, oh, this is
really cool.
One of the things that I gotfrom it and the book is called
the Billion Dollar Bullseye andone of the things I got from it
was, wow, that's a lot how Ithink, but framed better than I

(02:41):
think it.

Speaker 2 (02:44):
I'm honored.
I'm honored, and actually Idon't know that I could think of
a higher praise than itimmediately resonates, but
hopefully any framework thatprompts you to use how you think
more often.

Speaker 1 (02:55):
Yeah, it was very.
It really provided some clarityto some of the things that I
man, I, I, yeah, I believe inthis.
I, I, I, I explain this topeople this way, but in this
fashion, um, it's different.
So let's talk a little bitabout yourself.
Give the roofing industry youryour formal introduction, and,

(03:17):
uh, and, and, and, and whatyou're doing now, and then let's
get into the, the, the coreprinciples that you outlined in
the book.

Speaker 2 (03:24):
Sounds great.
Well, roofing industry.
Great to meet you.
My full name is JonathanCronstead, but since we're now
friends let's go with J Cron.
It's the nickname that cameabout about 15 years ago and it
simply stuck Very inventive,first initial half of my last
name, not a whole lot to it,it's like J-Lo, but without any
of the street cred.
So it's something that hasalways stuck with me and

(03:50):
hopefully, as I get a chance todo a lot more in the home
services world, you're going tobe hearing a lot more from me
and hopefully looking forward toit.
So the way that I got here was abit interesting.
I moved to Southern Californiawhen I was 15 years old, moved
from the Midwest Northwestsuburbs of Chicago for anybody
familiar, and that was kind ofmy start, my Midwest roots.
Coming out to the West Coast.
I was introduced to a level oflifestyle that, candidly, I'd

(04:10):
never experienced and I said,man, I better bring my A game if
I'm going to participate outhere in California.
My dad was always in sales, sothat sort of brought me into
this sales universe and Iremember my earliest jobs were
telemarketing.
I sold vocabulary, buildingtapes and conversational
confidence.
I sold timeshares Anything youcan imagine, on the phone.

(04:31):
Up until starting college I wasselling and then in college,
met one of my earliest mentorsby dropping a note in a
Lamborghini Diablo in a parkinglot and through a variety of
conversations he's like let's upthat sales game.
He introduced me to the generalmanager of a Fletcher Jones
Motor Cars, the largest Mercedesdealer here in Newport Beach,
and they were starting a phonesales room.

(04:52):
So that took my phone sales upanother level, now selling
Mercedes, which led to me takingthat phone sales skill into
selling mortgages, which wasgoing masterfully well right
until about 2007 hit.
And in 2007, thinking I wasreally smart, not realizing I
was really talented, but verylucky, I had 100% financed a

(05:14):
bunch of real estate.
The business is gone, theincome is gone, all of the homes
are now underwater and I'm leftpicking up the pieces, and so
the most humbling moment of mylife was probably helping my
parents move out of a home I hadbought for them to live in.
That was definitely one of thetougher moments and that led me
into this world of marketing.
So I started in the digitaleducation space, primarily on

(05:37):
the customers, creating digitaleducation like Digital Marketer,
which then led me into myKajabi timeline with Kenny.
Met Kenny about six monthsafter Kajabi was started in 2010
.
Consulted with them for sixmonths, they dumped me to work
with Frank Kern, another veryfamous marketer, and then, after
dumping me, they hired me backas VP of Business Development,

(06:00):
which lasted all of three days,as I got the CEO offer of
digital marketer.
You know.
Quit at that point and then, in2016, fast forward, I am in
office.
On Monday, I was renting anoffice from Kajabi because they
had extra space.
Kenny walks in asks me how myweekend was.
I said you know, not a greatone.
I'm not moving to Dallas tocontinue working in success

(06:23):
magazine.
I got to figure out what I'mgoing to do next and he said
well, you've grown a lot, we'vegrown a lot.
I really feel like I havesomething here that could be
unbelievable, like taken to themoon, exciting.
But I need somebody that'sgoing to help me do that.
And I said you know what, let'stalk about it.
He said I agree, it's going tobe easier than moving your shit
out of the office.
So that was the beginning ofthat conversation in September

(06:44):
of 2016.
We were about 25 team members,about $6 million a year in
revenue and five years later,looking back, we had achieved
north of $100 million in revenue, 400 team members and a $2
billion valuation with TigerGlobal, tpg, owl Rock, meritech,
tidemark and Spectrum TPG, owlRock, meritech, tidemark and
Spectrum.
So an incredible, incrediblejourney, and that was kind of my

(07:09):
experience that became thefoundation for what is now the
billion dollar bullseye andaspects of what I'm excited to
talk about today as it relatesto the opportunities I see in
the home service world.

(07:31):
Sure so, the way that I like toshare this book is through the
metaphor of playing darts, andif you were to ask somebody the
best way to win at darts,they're going to tell you that
it's to be good at darts.
You know, get good atthrowingarts.
I'm going to say that is true,but I would actually prefer to
just throw it a much largerbullseye than anybody else.
And so the idea of these sevenPs is designed to create aligned

(07:56):
leverage in an organizationwhere all seven areas are
actually improving each other,resulting in exponential growth.
So we start at the center withpurpose, then profit, then
product those core three,without which you pretty much
don't have a business.
Then we move into theamplifiers of prestige,
promotion, persuasion and people, which is your customer

(08:19):
experience, your marketing, yoursales and the people that drive
those systems.
And so those are the sevenareas of focus that I would put
forth you want to pursue inorder to maximize that aligned
leverage concept of becomingthat growth engine for your
business.
That's awesome.

Speaker 1 (08:36):
And so I think we just jump right in into purpose.
Let's start with the first P ofpurpose.
Into purpose.
Let's start with the first P ofpurpose.
And for the audience, thoughjust to just to pull it back a
bit, you know when, when J Krohntalks about, like, the size of
the companies and things likethat, these are fundamentals.
Man, when I read this book itwas like this is the, these are

(08:59):
the real, true fundamentals ofbusiness.
So I so don't take these as, oh, that's for a big software
company, that's for a big right,like these are some really core
things around your business.
So let's start with purpose,because you know everyone talks
about that.
You got to know your, why youhave your, your culture and your
company has to be there for youknow, chasing the same goal and

(09:23):
and all of those kind of clichethings.
What are your thoughts aroundpurpose?

Speaker 2 (09:30):
Well, I'm so glad you asked and it's actually very
much why I am excited abouttalking to the roofing world
today, because my core belief isthat entrepreneurship, in any
form is the single mosttransformational force we have
in our society.
And, given how fragmented andpolarized politics are, I
believe that entrepreneurshipmay be the only thing we have

(09:52):
left that could save it.
So, anything I can be doing tosupport entrepreneurs, big or
small, that is my favorite,favorite thing to do.
And these core concepts don'tcome out of a oh, I'm a software
entrepreneur.
These core concepts come out ofthree and a half years of me
working to answer the questionthat everybody asks when you get

(10:13):
to a $2 billion valuation ishow did you do that?
How did it happen?
How did those machines playtogether to create that outcome?
And I would actually say toanybody listening these seven
P's apply to any business,regardless of the industry,
regardless of the macroeconomictrends.
I believe you will find thattrue through line.

(10:35):
That will impact your businessif you let it.
So, if we dive into purpose, Iseparate purpose into two things
Because my guess is you'veprobably heard of purpose before
.
You've probably read a couple ofbooks on purpose.
I'm going to tell you thatthere are two types of purpose
that matter internal andexternal.
Internal purpose is what youare doing this for, what gets

(10:56):
you out of bed personally andthis is one where I see so many
entrepreneurs make a mistake,where they feel like they have
to select a purpose forthemselves that is shareable,
that is social media appropriate, that is able to be jammed into
core values and mission visionstatements, and something you
can share with employees.

(11:16):
The reason I don't like that isbecause your internal purpose
might just be I want to get rich, I want a boat.
I want to get rich, I want aboat.
I want a vacation home.
I want a car that looks like aspaceship.
I want to travel whenever Iwant.
If that is your internalpurpose, if that is what gets
you out of bed in the morning,that is totally okay and you

(11:37):
shouldn't feel shame for it.
You shouldn't feel judged forit.
You shouldn't feel like youhave to check your privilege or
whatever baggage is around thatdriving you personally.
In my book, the Internal Purposeyou define it however you want,
because you're the persongetting up out of bed driving
this boat every day the secondtype of purpose is going to be
the external purpose.

(11:58):
External purpose is going to beentirely around the
transformative experience youprovide for your customer.
So think about external purposeas what you do or who you do it
for.
That is your external purpose.
Now I know you're wonderingwell, okay, wait a second.
Here I've got my internaldriver.
What gets me out of that?

(12:19):
And I've got my external driver, which is how are my customers
liking what we're doing for them?
How excited are they for theexperience that we provide?
What about the purpose foremployees?
This is where, again, myexperience is different, in that
I don't think you can actuallyget employees to buy into
purpose outside of allowing themto raise their hand and say I'm

(12:44):
excited about your externalpurpose, I'm excited about the
people you serve and I want tobe a part of serving them,
driven by my internal purpose.
So they have their reason fordoing it, which often is not at
all tied into a mission, vision,value statement that none of
your employees can remember.
And they're going to do itbecause they like who they're

(13:05):
doing it for the end customer.
So that's where internal andexternal purpose kind of plays
in my world and it's one of thereasons why I hate mission,
vision, value statements and alot of the flowery things are
exercises that companies gothrough that have tons of time,
tons of resources are completelyforgotten, put up on a wall and
never read again Tons of time,tons of resources are completely

(13:26):
forgotten, put up on a wall andnever read again.

Speaker 1 (13:27):
I think that's the.
Those are some great thingsthere.
I love the differentiationbetween internal and external
purposes, and and and when Iheard it in the Reddit well, I
heard it in the books.
I listened to the, to the audioversion, cause that's how I
listen, that's how I get throughbooks fastest.
Because that's how I listen,that's how I get through books

(13:49):
fastest, and and it really mademe think, like there is such,
there are such differentintentions in our purpose, right
, we?
Someone you may not know, butyou'll know soon in the roofing
industry I had him on recently,nathan Tebido, and I had a
conversation about this recently.
Like he's a, he's a coach.
He coaches roofing companiescontractor, coach, pro, and, and

(14:11):
and he in the beginning he sitsdown and he gets to that.
That, that that roofingbusiness owners, why?
And their goals, revenue, youknow revenue goals and then,
well, why do you want to make ahalf a million dollars a year?
What?
What goes into that?
And really digging deep intothat?
That's, that's that owner'strue purpose, right, it's not

(14:32):
the.
How many roofs, how manyhomeowners we can help put roofs
on right Like it's not.
There is a separation betweenour internal purpose and our
external purpose.
I also really love the framingthat you know.
I mean they really don't care alot.

(14:52):
Most employees don't care, evenif they can recite your core
values.
And I do want them to reciteour core values.
I do want them to align thanksbetween the organization to our
core values.
I want to be able to have aconversation of hey, is what
you're doing right now inalignment with our core values?

(15:13):
But the core values is thatexternal purpose.
That's the power in it, it'sthe service of the customer.
So I's that, so I love that.
Any thoughts on how to find Iguess we'll get it, we're going

(15:37):
to get into people later butthoughts on how to, how to make
sure your external purposeresonates with your team, or
that you have the right teamthat is resonating with your
external purpose.

Speaker 2 (15:44):
Great question.
So the way that we talk aboutthis in the book and the only
way that I believe purpose canbe utilized as a magnetization
or a pull force of having peopleexcited to join your company is
talking about that purpose inpublic and helping them
understand that that externalpurpose is a vehicle for their

(16:07):
internal purpose.
That if your purpose as aroofing company is to be viewed
as the best and most trustedbrand in roofing in your market
because of unbelievable customerexperience, that is an amazing
external purpose.
And if your team knows that bycreating that and being willing
to stand at that level ofstandard, that they are going to

(16:30):
make more than anybody else andthat they are going to be
creating the life that they want, they're going to care about
that external purpose notbecause of any reason other than
it helps them achieve theirinternal purpose.
That this idea, I think formost businesses and don't get me
wrong, like if you're workingfor the Red Cross, hey, there's
a different purpose to be had,there is a different mission to

(16:53):
be had there.
I think the greatest disserviceto most businesses is we've
tried to shoehorn this idea ofpurpose into this, calling this
martyrdom of like.
Well, you have to loseeverything more than anything to
work here and it's like dude, Ilove my family, I love my
paycheck, I love my weekends.
That's what I love.
I do this because I like it andI know that, if people like me,

(17:17):
I'm going to do better at thisto do more of the things I love.
But the idea that we're somehowgoing to drag people into this
service element, I don't thinkit's possible and I think that
we would all be so much betterserved if we just here to win
and if our brand is great, thatis an amplification or a
multiplication of your abilityto win because you're in this

(17:51):
brand.
So it's very much putting thethings in the right places and
being willing to talk about themauthentically.
It's one of those things whereit's like there might be some
people that are in home servicesbusinesses that they truly love
what they do, like they're theengineer personality, like
they're the person that'stalking about the newest
technology and cement roof tilesfor anti-flame retardant roofs,

(18:14):
like they're.
They're in it and they love itand that's awesome.
But there is no way on god'sgood green earth you are going
to scale an organization full ofjust that guy.
So that's kind of my take.

Speaker 1 (18:26):
That reminds me of my friend John Cenac, john the
Roof Pro.
He is a shingles expert.
He was sitting on a planeflying from event to event and
the person next to him asked hey, what are you doing?
He said I'm a shingles expertand the person thought he was a
doctor.
But you will not get a lot ofJohn Sienak's on your team and

(18:49):
my audience knows who he is.
He loves the technology ofeverything about that aspect of
roofing right.
So you're not going to getthose people.
Most people are not John CNacks.
Now let's talk a little bitabout profit.

Speaker 2 (19:12):
Wow, we got to have that one right, my favorite.
Yeah, the easiest way to talkabout profit is very simple, and
if I had a visual aid, profitis very simple and if I had a
visual aid, I would put it up.
But I want you to think of nonumbers, no business, kno, kno
versus no numbers, no business,nono.

(19:36):
And what I want you tovisualize is, if you don't know
your numbers and if you are notmanaging to those numbers, don't
know your numbers.
And if you are not managing tothose numbers, you're almost
better off not being in business, because all you're really
doing is amplify liability.
You're out there, you're busy,you're doing things and your
chances of having money left atthe end of the month go down

(19:59):
precipitously the further youlive from those numbers.
And this is the part aboutbusiness that, for many people,
the sad truth.
This is the eating yourvegetables part.
This is the part where it'slike, oh man, I don't want to do
accounting, I don't want toknow my numbers.
Well, I'm not going to ask youto be an accountant.
And bear in mind, coming out ofthe software as a service world

(20:20):
.
I lived in that universe ofmore metrics than you can manage
or count slide decks that aregreat reading material if you
have trouble sleeping.
It is the level of math that isreally horrible to even dive
into.
I'm simply saying just know yourtop line, know what the bottom
line is supposed to be, knowwhat your average order value or

(20:43):
average job value is and justdo spot checks, just like every
couple of days or every week.
Hey, how are we tracking?
How are we looking?
Find those compass points foryou and for your business that
feel appropriate given your sizeand complexity, to make sure
you're on the right path.
Because if you measure daily,you only have bad dates.

(21:04):
If you measure weekly, you onlyhave bad weeks.
But if you measure monthly,sure you're on the right path.
Because if you measure daily,you only have bad dates.
If you measure weekly, you onlyhave bad weeks, but if you
measure monthly, you're going tohave bad months.

Speaker 1 (21:14):
If you measure yearly , you're going to have bad years
, and if you don't measure atall, god help you.
Yeah, I loved that.
I think it was chapter two orsomething like that.
No numbers, no business, nonumbers, no business Like that
one.
It was such a resonator.
A lot of people you know in theroofing and home services

(21:36):
industries.
You know we start from.
You know just, small business,right, it's it's.
You were either on the salesside or you were on the
production side's.
It's.
You were either either on thesales side or you were on the
production side, and you knowyou were a technician or or or a
salesperson and and thebusiness of business is not
there, right?

(21:56):
We're not thinking about that.
So simplifying the metrics iswhat I'm hearing from you.
You don't need to be.

Speaker 2 (22:07):
I want to make this be something that you actually
I'm not going to say enjoy,because, let's be honest,
there's a lot more excitingthings to do than numbers but
something that the reward is sogood that you can't not do as
Vanessa Underhill.
Not do that as VanessaUnderhill, jody's wife, always
says, the money's in the mathand unfortunately, that's just

(22:30):
the truth.
Any roofing company I come into, first thing I'm looking at are
the financials, absolute firstthing.
How heavy are our workingcapital requirements?
How quick are our collectioncycles?
How are our margins?
You know, top and bottom.
How are we doing on managingcosts, overruns, like?
I'm going to look at numbersimmediately, because what that

(22:53):
is is that's the diagnosis,that's your.
Are you running a temperature?
You know?
Let's look at your blood work,your cholesterol, like.
Those are the things that tellyou where to look and what to
fix.
And if you ever talk tosomebody that's coming to your
business other than hiring themfor a very specific reason and
they don't start with thenumbers, they probably don't

(23:13):
know what they're doing.
Yeah, and it's one of thosethings.
If you treat them like theydon't matter, you get to treat
them that way until they mattermore than anything else and
likely end up crushing.

Speaker 1 (23:28):
That's right that you will fall under the weight of
not knowing those numbers.
You said something that reallyresonated with me.
Moving on to product, if youturned off sales and marketing,
would you have a business turned?

Speaker 2 (23:43):
off sales and marketing, would you have a
business?
Yeah, so this actually comesout of a tremendous personal
pain point.
So in the book we talk aboutthis story where we're growing,
we're scaling, there's growtheverywhere.
How do we catch it, how do wemake it happen?
And I mean, we're psyched.
This is that season of businesswhere you're like, oh my gosh,
we built it for this, this is socool.

(24:03):
And we were spending a milliondollars a month in advertising,
which I mean don't get me wrong,it sounds like an absolute
fortune and it was even for acompany of our size.
It was a ton of dollars.
And so, as we're spending amillion dollars a month, our
marketing team is sucked, man.
I mean, they are bringing inthe spreadsheets and the
presentations.
Oh my gosh, if we just dragthis formula, check out where
we're going to be, how awesomeis this.

(24:24):
And we're, you know, we'repretty excited about it.
But the gut intuition was justlike, you know, I don't know
that this feels right.
And then marketing teams likewell, what do you mean?
We have all the you know,attribution models, which is a
fancy way of saying, well, thisis where our clicks and dollars
are coming from and you're goingto find out about marketing.

(24:45):
It's a really great place to bevery busy and get very little
done.
So we just basically said youknow what?
Turn it all off.
We want to see if it's actuallyworking.
They're like what do you mean?
It's working like crazy.
And it's like well, if we'rewrong, you get the right to say
we told you so and we will justdouble up the ad, spend next

(25:06):
month to catch up because we'rebootstrapped profitable.
We don't have anybody lookingover our shoulder.
Shut it off.
Sure enough, shut it off.
Our growth rate continuedunchanged for 30 days, which
means we were essentiallysetting a million dollars a
month on fire.
We would have actually gottenmore results filming setting a
million dollars on fire.
I bet that would have goneviral more than our marketing

(25:29):
was generating at the time.
And so the reason that I askedthat question of if you woke up
tomorrow morning and sales andmarketing were made illegal,
what would happen to yourbusiness.
If your answer is dear God,we're done, that's a good
indicator.
And the reason it's a goodindicator is because it means
that your customer experience isnot prompting more growth of

(25:52):
the world of home services ofany kind.
The product in many ways can besomewhat undifferentiated.
As long as I get a door, I'vegot a door, no matter who puts

(26:13):
it in Now.
Is there some nuance to that?
Absolutely, there is going tobe the quality of the experience
, the quality of the technician,the quality of the hardware.
There's innumerable variablesin there, but as far as this
idea of I need something done,it's not super differentiated.
And so in a market that isn'tsuper differentiated, the
customer experience has such agigantic, gigantic leverage

(26:37):
point in any business, becausethat's going to be a customer
that if you do a new roof forthem and you're not going to see
them for 20 years, how manypeople over the course of 20
years are going to be a customerthat if you do a new roof for
them and you're not going to seethem for 20 years, how many
people over the course of 20years are going to say, oh, yeah
, I got to get my roof done.
Or oh, I mean, like it happenedto me this week, this week we
have torrential rain in SouthernCalifornia and of course I got

(26:59):
a roof leak.
So, asking around, hey guys,yeah, you know, every roofer
right now is backed up busy.
I don't know who to call and doany of you know a roofer?
Because right now my roof isleaking onto?
I already lost a Wi-Fi accesspoint that was in the ceiling
because it was dripping into it.
Help me out, what do I do?
I didn't necessarily go to Yelpor go to all of the places.
You would think I started withasking my friends I need someone

(27:30):
that you trust that can gethere quickly, because Yelp is
telling me everyone's booked.
If you're not leveraging thatexperience, or if you're relying
on sales and marketing, ifsomething changes or an
algorithm changes or Yelp adrates change or Facebook or
wherever your advertisingchanges, you're out of luck
because you are so dependent onthat channel and that channel
might not even be what's drivingyour business.
So that's where I think thatidea of focusing in on how the

(27:51):
product and how the experiencecan be differentiators, because
if you nail that, then allmarketing does is add horsepower
to that vehicle.

Speaker 1 (27:58):
Yeah, what it really made me think of as I was
reading it on the software sideit's the fancy term is product
market fit.
Right, like we need productmarket fit, we need product
market fit.
In a commoditized business likehome services roofing, siding,
gutters, windows, there's thereis not a significant

(28:20):
differentiator between a companythat installs each a lot of
times, and it was just that theyeah, we in in software, jim, to
your point.

Speaker 2 (28:30):
We've got product market set in your market.
You have people market set likeit's.
It's the same pmf, it's justslightly different, because the
bottom line is, if everyone'susing the same tile, the only
difference between the companythat gets the referral and the
company that gets shit on on allthe online reviews is the
person.

Speaker 1 (28:47):
Yeah, I love that People market fit.
So now that's what we'restriving for right In this
industry it's people market fitand in product market fit there
are measurements to determine ifyou have product market fit.
How would a roofing contractordetermine if they have people

(29:08):
market fit?

Speaker 2 (29:10):
I would say I would look initially at your reviews.
What are people saying aboutyou online?
My favorite definition of brandand there's a lot of them my
favorite definition of brand isyour brand is what people say
about you when you're not around.
Favorite definition of brand isyour brand is what people say
about you when you're not around.
That if you see reviews thatare calling out and this is a

(29:32):
bit nuanced, so you might have agreat program really
encouraging people to leaveglowing reviews and if you do,
rock on, that's super helpful.
But if you start seeing peoplementioning the name of the
technician, finding out whythey're mentioning his name and
talking to him about how he'shaving an experience, that is
good enough that he's gettingmentioned in the review.
It's not just.
You know, roofers are us.

(29:54):
It's Nick with roofers are us.
That changed my life, saved myday.
You know, my daughter's room isno longer a swamp because of
this guy.
So I would start with thereviews, because that's going to
be kind of let's call it yourdivining rod.
That's going to be where youbegin to find those
differentiators, either in theexperience or in the person

(30:15):
providing the experience thatyou can then dig into, amplify
and multiply.
That's for sure where I wouldstart.
And then I think the let's callit so.
Reviews are one source, thenreferrals how many times are you
getting a phone call which, bythe way, if you know, in your
scripting you're not askinghow'd you hear about us?
Now's the time to start askinghow'd you hear about us?

(30:35):
Because if it's a referral, youwant to know and if it's a
referral about a specifictechnician again dividing rod
there's another potential areaof riches that we get to dive in
, learn about and put outorganization-wide.
So much of this is simplyfinding out what works and doing
more of it.

(30:55):
I can't tell you how manycompanies have success in an
area and it works so well.
They never did it again.
Well, why didn't you?
Well, you know we already triedit.
It was boring.
We're like why didn't you justdo it again?
Well, I mean, you know wewanted to do something different
.
Yeah, but that works Well, butyou know we just wanted to do
something different.
So the biggest secret I'velearned is massive success is

(31:19):
elusive to most because it'sreally, really boring.
It is not hyper-innovation, itis not having a product so good.
That Don't get me wrong.
Steve Jobs yeah, totally, hedid that.
But I mean, I'm not Steve Jobs.
I don't know how many SteveJobs there are, but there is so
much more success to be had bybeing the and I can use a random

(31:43):
example of the guy that builtAlcoa, one of the largest, you
know, us conglomerates in theconsumer space.
And this was a guy that when hegot hired, the board was furious
because he has this big, youknow coming out party of.
He's hired.
What's his plan, what's hisvision?
And he's like we're going towork on reducing factory

(32:03):
injuries.
And everyone's like, oh God,what have we done?
Like we have hired the biggestnerd.
We are going to lose so muchmoney.
This is going to go so terriblyfor us.
And the guy shot the lights outfor two decades Because what he
knew was workplace injurieswere indications of bad

(32:23):
processes and if those processesimproved, the prices could go
down.
And if the prices went down,the market share could go up.
So what he really did is hewent back to this works and I
can manage to it and it changedeverything.
This is that it's just simplyasking a question, digging into
it and finding a way to amplifyand multiply it across the

(32:45):
organization.

Speaker 1 (32:46):
And I love how you frame it too, and we'll probably
get to this as you're talking,but in that, if you turn off
your sales and marketing, theseare the core things that your
customers are experiencing.
Now, moving on to the fourth P,which is prestige, which I
think that really leads to,especially from a brand
perspective.

(33:06):
So talk to us about prestige.

Speaker 2 (33:09):
Totally so.
I mean and this is one that Ithink in the world of home
services, product and prestigeis intertwined that you would be
hard pressed outside of, like Iwant a very specific type of
tile for my roof because I livein a fire prone area, or I want
a Euro line door and that's theonly thing I want, and there's

(33:30):
only one guy that sells Euroline doors.
The product and the prestige isinseparable.
That these are things that myjudging of the quality of any of
the aspects of my home serviceis going to be solely judged
through the quality of theinteraction and aspects of my
home service is going to besolely judged through the
quality of the interaction andoutcome with the person that is
installing or servicing thatitem.

(33:50):
So prestige is going to verymuch be auditing that customer
experience.
And I mean, you know, let metake it down to brass tacks,
because I don't want this tofeel like, oh my gosh, I can't
do that.
I want you to experience yourexperience, that's it.
It's like the stupidest thingin the world.
And guess what?
Nobody does this, nobody Like.

(34:14):
If you're listening to thisright now and you're like, oh, I
do that every week, I want youto email me and tell me I'm full
of shit because I don't believeit.
Or hit me on Twitter, linkedin,whatever you want.
Flay me any channel you'd like.
The reality of it is when's thelast time you called your own
service number during work hours?
When's the last time you calledyour own service number during
after work hours?
When is the last time you wentthrough putting in a lead to see

(34:36):
how the lead gets handled, orhow long the service experience
goes, and circling back with acustomer post service to see how
it went for them?
And not in the lazy hey, justsend out an email way.
But like truly experiencingyour experience, and so the two
examples that I want to give onthis are number one a lead
responded to in 60 seconds isworth eight times the amount of

(34:59):
a lead that's responded to after60 seconds.
So if you're sending someone toan automated press one
voicemail and you're sendingthem to leave a message, you're
already done, so that's an easywin.
But when you think about WaltDisney, walt Disney is probably
the greatest experience auditoron the planet, and so let's

(35:19):
think about where Disney auditstheir experience.
They don't start at the ticketline when you buy your ticket.
They don't start at the ticketline when you buy your ticket.
They don't start at the parkinglot.
Those would be areas where mostsmall business owners are like
well, I'm just in the park andI'm going to see what happens.
That's early stage.
Hey, I'm trying this.
Then middle stages yeah, I'mgoing to start at the ticket

(35:40):
line when they buy a ticket tocome in and I'm going to audit
the experience from there andsomeone's like oh, you know, I'm
going to be.
I'm going to be advanced level.
I'm going to start in theparking lot where they park and
then what's it like to park, toget to the ticket booth, to get
into the park and everythingthat happens.
That's the advanced level.
The Walt Disney level is I'mgoing to start with the city of

(36:01):
Anaheim and I'm going to startwith the city of Anaheim and I'm
going to sit down with theircity planners to rework the
freeways, to make sure thatgetting to Disneyland is the
easiest possible exit imaginable, no matter where you're coming
from in Southern California.
So what level can you take thisto?
The answer is whatever level ismost effective for the size of
business you have.

(36:22):
So if right now you are twoguys in a truck.
I would tell you to just callyour service line and your after
hours line once a month, checkin on the process, see how it's
going.
If you're starting to look atseven figures or eight figures
annually, this is something thatyou're going to want to invest
heavily in, because at thatstage you're relying on systems,

(36:45):
technology and people todeliver the experience that you
would have manually been able tosupplement.
So this is an area where, as thebusiness grows, the medium and
advanced and beyond levels ofauditing that prestigious
experience become more and moreimportant.
And what I think is challengingis most people, the more
successful they get, the lessthey do it, because it's like,

(37:08):
well, you know, we're goodenough.
And that's what happens whenall of a sudden, you wake up and
you lost 20% market share to anew startup that you hadn't even
heard of, and it's like how thehell did that happen?
How did we not see them coming?
My bet is they just answeredthe phone when you didn't.
That's it.
And guess what?
With AI I mean, we were talkingabout that, jim, just before we
hopped on the phone today.

(37:29):
With AI, there is no excusethat I have a phone call
answered ever for any reason,plain and simple, unless you
hate money.
But so prestigious customerexperience is a priority in any
business and in the case of anundifferentiated product,
prestige is the single greatestlever you have by far.
If your prestige is great, yourmarketing is going to

(37:51):
outperform, your sales are goingto be easy and your people are
going to be thrilled.

Speaker 1 (37:56):
Yeah, check out the Power Up Agents link in the
description for more on AI voiceand how you can solve that
problem or work towards thatsolution.
It really is that response time, it's the experience and it
starts there For a lot of mylisteners.
Maybe they've seen me at anevent and I do a really

(38:18):
extensive presentation aroundthe customer journey and
customer journey mapping anddefining where and looking for
those opportunities and it's acontinuous.
What I love that experienceauditor framework to it.
Yeah, of you know, like, justtake a sliver of the business
right.
Just take a sliver of thebusiness and and and really

(38:39):
determine what's going on there.
What, man, if I you know, sitin the customer's shoes for a
while.

Speaker 2 (38:46):
One of my favorite things to do is experience your
experience, but also watch yourown experience.
So, like, for example, Jim, youand I we're in businesses that
the prestige really matters, andI bet at some point our
companies have just sent outemails to ask for a survey or

(39:09):
ask for feedback or ask forsomething.
And so my question to myself ishow often do I respond to
surveys that are emailed to meto talk about my experience?
The answer is never, so it'slike here I am doing the exact
thing that I don't do, and if Idon't ask, well, maybe I'm weird

(39:30):
and I'm the only one thatignores them.
Totally possible.
And if I am weird and I'm theonly one that ignores them, then
it's okay because it's workingand it's working well.
But if I'm ignoring, probablyshould look into it because it
means that other people like meare ignoring them.
So maybe that means I don'twait until a survey email to ask

(39:51):
for the experience.
I literally have gift cards inmy pocket as a technician for
Starbucks and it's just like hey, I want you to know this job
was really a pleasure.
Our business is based on.
Reputation matters more to usthan anything else.
I know that you hopefully had agood time with me.
I would love to give you thisStarbucks gift card and I would
just love you to leave a reviewwhile I'm here and be totally

(40:14):
honest If you don't like it.
The other number on thatStarbucks card is for my owner
and my owner is happy to takeyour call and figure out
whatever we need to do to makeit right.
Happy to take your call andfigure out whatever we need to
do to make it right, but ifyou've got good things to say
about us, I would love you to doit.
Here's my phone.
Type it in.
Thanks so much.
That's powerful, because you'renot relying on an email when
that person is, three daysafterwards, totally forgot.

(40:35):
The guy's name doesn't reallycare, because they woke up late
and they're rushing to work andthe last thing they want to do
is tell anybody that you did agood job work and the last thing
they want to do is tell anybodythat you did a good job.

Speaker 1 (40:49):
I love how these concepts stack on top of each
other.
So purpose then we're focusingon the profit, focusing on the
numbers, really getting thatpeople market fit in the product
, our prestige in themarketplace.
And then we get to do you'rea's favorite thing, probably,
and that's the promotion, right.

Speaker 2 (41:06):
But I love what you said.

Speaker 1 (41:09):
Just to paraphrase, it was like the.
You know, from a marketingperspective, from a business
owner, most of them feel that,man, if I just hired a better
marketing manager, if I justhired a better agency, all of
this would go away.
But if they didn't start withthe other P's, they're having a

(41:34):
problem in their promotion.
You cannot sell a terribleproduct over and over and over
again.
So talk a little bit aboutpromotion.

Speaker 2 (41:45):
Totally so.
Promotion is my drug of choiceand what you as a business owner
will find out and for those ofyou listening this might be a
writer downer for you Whateveryour proficiency is, it will
become your purgatory orpunishment in growing a business
.
So if your proficiency orpassion is marketing, it is

(42:09):
where you will go when there areother problems in the
organization that you want tohide from.
So for me, if my product or myprestige or my profit are
hassling me and not doing what Ineed them to do, I would
previously hide in marketing.
I would go build a hype-ierfunnel.
I would go find a new ads buyer.
I would go hire a new agency.
I would do anything to fix thisbecause I didn't want to go do
the hard work.
That was not my naturalinclination.

(42:31):
Like I, I can easily sit downand write a new sales Cool,
great.
But did it fix the product?
No, probably not.
Did it fix the customerexperience?
No, probably not.
So I have not solved myproblems.
And worse yet, now that I'vethrown new marketing into the
mix, all I've done is amplifythem.
I'm now going to be trying tofill up a bucket even faster

(42:53):
with even more water, with agiant hole in the bottom and I'm
going to be frustrated andworse.
Yet here's what's going tohappen next.
I'm going to now blame theagency and I'm going to fire
them, and I'm going to telleveryone how shitty they were
and I'm going to go try and findanother one.
And now I've got the cost ofswitching.
I've got all of this downtime.
All I've done is amplifyeverything because I didn't

(43:13):
follow the order of operationsof auditing.
Why isn't this working the wayI want it to?
Why am I not looking at thissystem holistically?
Why do I keep going tomarketing?
So that is why I was alwaysdrawn to it.
Now, marketing is something Ilove, because marketing gives
you the ability in the homeservices world to set the buying

(43:35):
criteria for your universe.
And I think all of us wouldagree.
In home services, we don't wantall of the customers.
We want the best customers.
We want the right customers.
We want the customers that arenot looking for the lowest price
from the guy that's cuttingcorners.
We don't want the customerthat's not going to care about
the quality or skill of theinstaller.

(43:57):
We don't want the bottom of thebarrel customer that is
ultimately going to be aliability for us and a no profit
job.
We don't want that.
So this in marketing is whereyou get to set the
differentiating criteria foryour universe.
This might be levels ofcertification, this might be
something as small as havingyour technicians put booties on

(44:18):
before walking into a home.
And you know me, I'm sittinghere on European light oak
flooring.
I notice that every single time, because every single time I
walk to my kitchen and I noticewhen somebody didn't, whether
they be a friend or a technician, I remember it.
So these little differentiatorswhere you get to set the buying
criteria.

(44:39):
Let's say, for example, you'rein Roofing, you've got somebody
who says they've already gottentwo other estimates and they
want to get another estimatefrom you.
So what you can gather is thetwo estimates they got, or the
two experiences they had, werenot good enough for them to say
yes, because ultimately, allthey want is the roof that they
want at a price that they canafford.
They don't really care aboutthe price, they just want the

(45:00):
job done and they want to knowthat they can afford it.
So it means that two peoplegave them a buying criteria lens
that didn't work.
So maybe the first guy said I'mthe lowest price provider and
that's what his marketing is.
Well, congratulations.
All that guy has now trainedthem to do is look at other
offers because he has said he'sthe lowest price.

(45:21):
Well, the only way they canprove that is to get other
estimates, and they're going toget other estimates that they're
not even trained how to compare, you know.
I mean Jim's going to knowimmediately.
Oh yeah, that guy's using dogshit tile.
It'll break in three years.
Why would you even do that?
It's like well, that's how wegot a low price.
So that sets the buyingcriteria.
Because his marketing lowestprice.
Let's go to guy number two.
Guy number two says we have thebest service.

(45:44):
Well, what does that reallymean?
Does it mean that my job willbe done on time?
Does it mean that my job willbe done quickly?
Does it mean that you can fitme in faster?
Does it mean that you're goingto have technicians that are
more polite and enjoyable andI'm not freaked out having them
in my home?
All of those things arequalifiers on this buying
criteria lens that you'rehanding your customer.

(46:08):
So your marketing in the homeservices world is designed to
empower your customer to makethe right buying decision, and
the right buying decision isworking with you.
So it's your job to present allof the things that, if
presented to them in marketing,whenever they get somebody,

(46:29):
they're going to qualify thatperson based on how well you
have educated them.
And that's critical because youwant to hand those customers
weapons to defend against otheroffers and to qualify you as the
best possible choice.
And to qualify you as the bestpossible choice.
So, again, whether that isthrough product differentiation
and certifications, qualitymaterials, nuance differences,

(46:50):
design capabilities, all ofthose things, whether that is
through customer experiencedifferentiators hey, our techs
are going to be there on time.
This will be completed onbudget.
We're going to be wearingbooties and putting down RAM
board and protecting every areaof your home throughout the
process in roofing a big one.
And, by the way, here is ourlicense, our bonding, our

(47:11):
insurance policy.
We are covering you six waysfrom Sunday.
So none of this is on you ifsomebody falls off.
That was something I didn't evenknow as a homeowner, I had to
ask for or think of until youfind out.
You know, I had a guy thatwalked away with 100 grand on a
remodel project and didn't doanything.
Well, I didn't know I shouldcheck a license.
I didn't know I should checkfor a bond.
I didn't know any of that, butyet had somebody been setting

(47:35):
that buying criteria for me, Iwould have known, I would have
asked, it would havedisqualified him and it would
have qualified somebody else.
So, in this universe, marketingis designed to hand your buyer
a lens through which to viewthis universe they are engaging
with and make sure they areequipped to make the right
decision, which is choosing you.

Speaker 1 (47:56):
And now that they have that lens, let's move on to
the next P of persuasion,because that, to me, is where
the handoff between sales andmarketing happens right.
That's the relay race.
We're both holding the baton atone point, and then the sales
takes it from here.
Let's talk about persuasion andsales.

Speaker 2 (48:46):
So sales to me is defined best by a guy named Dan
Sullivan.
Dan Sullivan, in my opinion,has the best, most elegant way
of describing sales in a waythat doesn't feel like I'm
closing someone or I'm tyingthem down or I'm, you know, pick
any any.
You know Alec Baldwin, glennGary, glenn Ross.
Sales methodology do not.
Sales by Dan Sullivan'sdefinition is getting someone
intellectually engaged in afuture result that is good for
them and getting thememotionally charged to take
action on that result.
And the reason that that'simportant is because if you, as

(49:06):
a technician in the homeservices world, know that you
are DTIC-Limitant, doing goodwork and a better provider of
whatever it is that you'reproviding, you have a moral and
ethical responsibility to havethem buy from you, because
whoever else they buy from willnot be as good, will not care as
much.
You need to get it into theirhands.
And I think that mental shiftof helping technicians
understand that this is not asales process of how do I get

(49:30):
something by them or how do Iuse a Jedi mind trick to get
them to buy, but it is educatingthem in a way that you are the
only option because they havedecided to buy based on that
criteria, and so for me, thepersuasion side is, in home
services world, very mucheducation and a service-based
approach and a willingness tounderstand that if you are in a

(49:54):
sales conversation with thewrong customer, don't stress
walking away from it becauseit's a job you don't want anyway
.
There's five other jobs thatyou can go out and get.
Rather than try and strong armsomebody that doesn't want what
you're selling, that doesn'twant you to be the one to
deliver it, Just be willing torecognize those signs and say,
hey, you know what this isn'tfor us.

(50:14):
And I mean, and if you want to,if you in all sincerity, if you
want to know how me as a buyeris going to lean in, have
somebody there that I called toget a job done and they said
yeah, you know what I got totell you.
Based on what you're asking forand how you're sort of looking
at this job, I don't reallythink we're a good show.

(50:35):
I'm going to be like well, waita second, you just broke my
brain.
Why are we not a good fit?
Well, I mean you still showprice focus, that you're only
going to attract techniciansthat are going to cut every
corner and are not going to pullpermits that are probably not
even going to do the whole job?
Because, let's be honest, howoften are you standing on your
roof or knowing if the whole jobis done?

(50:56):
And I just don't think that weare going to be competitive.
We are known for doing perfectwork, on time and on budget,
with technicians that will makesure you feel confident with us
on your work.
If you want the lowest priceprovider and take on those risks
, totally understand.
But that's not us.
And all of a sudden, you havenow taken away my ability to do

(51:18):
this job with you and you haveput me in a place where I have
to basically tell you I'm goingto use someone less qualified
with more materials that I can'teven check their work.
That's tough.

Speaker 1 (51:29):
That is tough, it's and that's.
And being confident, I thinkthat's a thing early on in
business, or or even as you'regrowing.
I mean you could be a three,five, eight million dollar
company.
Maybe you have some newer salesreps that just don't have that
confidence to say that.
But understanding what yourproduct is and that you have an

(51:53):
exceptional product, you know,is that old adage of you turn
your salespeople into soldpeople and so now when they're
facing that, they can say, yeah,sounds like you're not the
right fit for us because you arelooking here.

Speaker 2 (52:12):
Your point, jim.
This is why that role as theowner is both so hard but so
necessary that if you've gotpeople that are out there
selling, they got to know thatyou have their back.
They got to know that you standfor quality work.
They got to know that you aregoing to put them in a role
where it's not about gettingevery client, it's about getting
the right clients and you'regoing to build the business you

(52:34):
want through them.
Because if you train your teamto go out and close everyone,
whether it's a good fit or not,you're going to end up with low
margin jobs painting the ass.
Customers that are looking fora reason to burn your brand the
first chance they get.

Speaker 1 (52:48):
For sure, kind of speaking to those sales reps and
those, the people on your team,the last P J Cron, the last P
people, what did you do there?

Speaker 2 (53:02):
I know I know I get this question often and the idea
that I'm now going to be inthis universe with a
people-focused companyeveryone's like why do people
come last in your equation?
And I want anyone listening tothis that is an employee in a
company to hear this from mepersonally.
This that is an employee in acompany to hear this from me

(53:24):
personally People come lastbecause I believe that if they
come anywhere other than last, Iam promoting lazy owners of
companies.
Here's what I know.
I know that anyone listening tothis that has been an employee,
or any company owners now thatused to be employees at some
point you had a bad boss, andyou had a bad boss who did not
invest in systems that would notimprove product, that would not
improve process, and just keptthrowing bodies at something.

(53:47):
And that's just the saddestplace to be when you have
somebody who says I am throwingin with your brand, I am
counting on you for the futureof my family and let's lock arms
and do this together and, as aresult, you basically are
dropping them into somethingwith no proven sales process, no
proven revenue generation forthem, no ability to hit targets

(54:10):
or make money, and you are justcan't be bothered with that
because you just want to keepthrowing bodies at it.
I think that's not delegation, Ithink it's abdication and I
think it really does terriblecompanies.
And it's abdication and I thinkit really does terrible
companies and it's one of thereasons why lots of employees
hate owners, because it's likeman, if you were here having
this conversation with acustomer that I'm now having
because of our shitty processes,because they called three times

(54:33):
, I didn't know it didn't getanswered, and now they're mad,
what am I supposed to do aboutthat?
How is that my fault?
And now they're mad?
What am I supposed to do aboutthat?
How is that my fault?
I'm on a roof, doing a roof.
If I can't have the feeling thatthis company has my back, why
would I link my brain with thatbrain?
So people come last, notbecause people don't matter.
People are one of the greatestamplifiers, force multipliers,

(54:55):
in an organization that you willever have, especially in the
services world.
But if you are hiring before,you are optimizing those systems
, that's not fair.
You're bringing somebody intosomething that you are asking
them to bet their future on,when you wouldn't even take the
time to audit those systems, andfor me that's an unfair trade.
If I haven't done my job, Isure as hell shouldn't be asking

(55:18):
you to do mine.

Speaker 1 (55:20):
And that's.
We see it all the time.
I talk to owners, all the timeLike that are man.
I hired eight sales reps lastyear and it crashed and burned.
It's because they didn't workon the first six steps, right?
They?

Speaker 2 (55:38):
they.
And you know that Jim betterthan me, oh well, sales doesn.
And you know that Jim betterthan anyone, oh well, sales
doesn't work.
You know we tried that we hired.
Didn't work.
Oh, marketing doesn't work.
Yeah, you know we tried thatdidn't work.
It's like well, no, like thatalways works.
Since you knew it didn't work,like sorry, but that's the truth
.
These are systems, these areunits.
Any business on the planet,when adding sales or marketing,

(55:59):
does better if it is a business.
If it is not a business andit's held together with duct
tape and bailing wire, yeah,you're right, amplifying that
not going to help.

Speaker 1 (56:13):
Yeah, the contractors .
When we had roofer marketers,our agency, the best owners that
I know in the Roofing and SolarReform Alliance and all of the
friends that I've made in thisindustry the best contractors
are the one that are great atturning one into many, and they
turn one into many because theyfocused on those other things.
They've created an amazingexperience.
They are profitable so thatthey can, whether the highs and

(56:36):
lows that they've done all ofthe work and now their team
performs exceptionally.
It's amazing.

Speaker 2 (56:49):
Yep, and that's where the magic happens.
That's why, when you look athow can you increase the size of
a bullseye and have each ofthose bearings in leverage
format and have each of thoseearnings in a leverage format,
you can't help but win.
You just can't.
And it's not easy.
I'm not saying it's easy, butit is simple.
Like that, when you look atsome of the other industries

(57:11):
that are out there that you needto go out and create demand for
what it is that you have,that's hard work In this
universe.
The demand is there, the thingis broken, the thing needs to be
cared for, the thing needs tobe fixed or replaced.
The demand's already there.
You just have to serve it in away that prompts a
transformational experience.

(57:32):
And the great news is foreverybody here that's listening.
If you're listening to this,you're not normal.
Most people are not interestedin improving themselves or their
business.
They just don't care.
So you're already on the way,and that's why you're plugged
into gym, because you want tobuild a better business.
So you're already doing theright things.
Just do the layup easy in frontof you.
Things, the simple things ofjust auditing your experience

(57:56):
and just see what happens.
And again, I challenge anybodyto do this and tell me I learned
nothing, and if you did, I willsay dear so-and-so.
J Kron says he was wrong.
In the case of your business,you are already doing a good
enough job that you learnednothing and I am going to send
you a Starbucks gift card forwasting your time.
I'm very sorry.

(58:17):
Before we end today.

Speaker 1 (58:18):
I want to talk about talent on tap, or and uh, and
the concept of the revenueworkforce platform.
Um, you know they're, they'rehiring and retaining team
members is, you know that's.
That's the challenge.
People is the challenge.
I think that you've.
You have given a framework tosolve for better people in your

(58:40):
business because they will beable to perform better based on
the framework that you alreadyput in place in your business.
Right, all of the other thingsthat you put in your business.
But talk about Talent on Tap alittle bit in the workforce
revenue platform.

Speaker 2 (58:53):
I would love to and I am so excited to be on the
board of Talent on Tap.
And what a revenue workforceplatform is is very, very simple
.
If the profits in your businessdepend on people, you have a
revenue workforce.
And if you have a revenueworkforce, you need a revenue
workforce platform.
The reason that this exists isbecause, by the time you know

(59:14):
you need to be hiring orupskilling, it's already too
late In this business.
By the time someone leaves, ifyou don't have someone to swap
them out immediately, you'reprobably losing $50,000 a month
in rent.
And so by the time you getthrough your checklist of, I'm
going to go try and put up a jobboard.
I'm going to then sort throughsome resumes and then I'm going

(59:35):
to make the time for the callsand then I'm going to go do all
of these things which, by theway, take you away from running
your business.
Now you've not only amplifiedthe loss by the lost revenue of
the missing team member, but thelost revenue of your focus and
time that could have been spentelsewhere.
And what a revenue workforceplatform is designed to do and
Talent on Tap is the onlyrevenue workforce platform in

(59:58):
existence it is designed tobuild you a talent pipeline, and
this is a pipeline that you canturn onto a drip or you can
turn onto a flood, but at theend of the day, we believe that
people-driven profits requiresomething different.
It requires a software platformthat is going to engage 100% of
the workforce, not the 30%that's browsing job boards, that

(01:00:21):
it will engage them in a waythat they are ready to be
engaged, which is brand forward,purpose-driven and giving you
an experience that is optimizedfor them to do on the go, not
resume dependent.
We then want to go ahead andtake care of culture fit.
We're going to be inventoryingand qualifying these people to
fit into your culture.
Is your culture kind of likeJim at the office or is it like

(01:00:44):
Jocko in SEAL Team 6?
That's going to be prettyimportant when somebody stays or
somebody goes, and then we'regoing to go ahead and take them
through video interviews andserve up the best possible
candidates that have comethrough this pipeline so that
you are amplifying your revenuewith every hire.
This is not about simply puttingbodies on a chart.
It's about hearts and trucks.

(01:01:05):
It's about people-drivenprocess on a systematic approach
that you can depend on.
That's what a revenue workforceplatform is Because today it's
broken, it's reactive, it'sdependent on let's just call it
what it is the 30% lowestperforming labor class that is
actively browsing job leads,because anyone who has the
attitude and aptitude that youwant probably is already working

(01:01:28):
somewhere.
So we want to be able to accessthat, engage it, serve it up on
a silver platter and let yourrevenue multiply.
And we're also going to bebuilding the elements of as a
revenue workforce platform.
How do you know those peopleare performing?
How are you indexing theirsales abilities and are they
delivering on the numbers andmetrics that matter in your

(01:01:49):
business?
Because if you can't judge thembased on standards that allow
their people to win, you're notgoing to create a
high-performing organization.
So a revenue workforce platformis designed to give you the
right people, the right waydriving revenue.
That's it.

Speaker 1 (01:02:04):
Awesome man, Everybody check out the book the
Billion Dollar Bullseye.
We'll put a link to Talent onTap in the description here too,
If you want to check out theplatform.

Speaker 2 (01:02:15):
Talent on Tapcom.
Everybody, let's get it on, allright.

Speaker 1 (01:02:17):
Thanks for your time today, jay Krohn.
This has been another episodeof the Roofing Success Podcast.
Thank you for tuning into theRoofing Success Podcast.
For more valuable content,visit roofingsuccesspodcastcom
While there, check out oursponsors for exclusive offers,
shop for merchandise and sign upfor our newsletter for industry
updates and tips.

(01:02:37):
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